Job performance is given requirement in any organization. It is possible, however, if the following conditions are met.

1. Capacity to perform – relates to the degree to which the employee possesses skills, abilities, knowledge, and experiences relevant to his job.

2. Opportunity to perform – will depend on the work environment provided to the employee.

3. Willingness to perform – relates to the degree in which an employee desires and is willing to exert effort to achieve the goals assigned to him.

Capacity to Perform

Capacity to Perform

Capacity to Perform

JOB PERFORMANCE

DETERMINANTS OF JOB PERFORMANCE

WHAT IS MOTIVATION?

Motivation? Derived from Latin word, ‘movere’, which means

“to move”.

Is a general term applying to the entire class of drives, desires, needs, wishes, and similar forces.

As motivation is one of the requisites of performance, a basic understanding of what motivation is and how it facilitates the achievement of goals would benefit both managers and individual employees.

The process of activating behavior, sustaining it, and directing it toward a particular goal.

Moves people to act and accomplish.

The set of internal and external forces that causes a worker or employee to choose a course of action and engage in a certain behavior.

Internal Forces

External ForcesWorker

Course of action

Course of action

Organizational Goal

THE PROCESS OF WORK MOTIVATION

Positive motivation - is the type of motivation a person feels when he expects a certain reward.

An example of Positive motivation is when a father tells his sun, "if you studied well and got high grades i will buy you the new play station".

Negative motivation – is the type of feeling a person gets when he expects punishment.

An Example of negative motivation could be telling your child "if you didn't study, i wont let you travel this summer"

KEY ELEMENTS OF MOTIVATION

1. Intensity – refers to the level of effort provided by the employee in the attempt to achieve the goal assigned to him.

2. Direction – relates to what an individual chooses to do when he is confronted with a number of possible choices.

3. Persistence – is the dimension of motivation which measures how long a person can maintain effort to achieve the organization’s goal.

Theories of Motivation

Content Theories

Process Theories

Acquired needs theory

ERG Theory Two

factor theory

Hierarchy needs theory

Goal Setting Theory

Equity Theory

Expectancy Theory

THEORIES OF MOTIVATION

THEORIES OF MOTIVATION:

Content theories – are those that focus on analyzing the wants and needs of individual.

The four more better known content theories are:

1. Hierarchy of Needs Theory of Abraham Maslow.

Maslow concluded that when one set of needs is satisfied, this kind of need ceases to be a motivator .

The Set of needs that serves as a motivator by Maslow;

1. Physiological Needs – which include Hunger, Thirst, Shelter, Sex, and other bodily needs.

2. Safety Needs – which include security and protection from physical and emotional harm.

3. Social needs – which include affection, Belongingness, Acceptance, and Friendship.

4. Esteem Needs – which include internal esteem factors such as self-respect, autonomy, achievement, and external esteem factors such as status, recognition, and attention.

5. Self-actualization – refers to the drive to become what one is capable of becoming, which includes growth, achieving one’s potential, and self- fulfillment.

Self – actualization

Esteem

Social

Safety

Physiological

MASLOW’S HIERARCHY OF NEEDS

2. The ERG Theory:is a need hierarchy theory of motivation that was

developed by Clayton Alderfer. He believe that in motivating people, we are confronted by three sets of needs:

1. Existence – this refers to needs satisfied by such factors as food, air, water, pay, and working condition;2. Relatedness – this refers to the needs satisfied by meaningful social and interpersonal relationships;3. Growth – this refers to the needs satisfied by an individual making creative or productive contributions.

Like Maslow, he also believed that individuals progress up the hierarchy of needs as a result of satisfaction of lower order needs, however, if a higher order need cannot be satisfied, a lower order becomes dominant as motivating factor.

He also thought that, unlike Maslow, more than one need may be activated at the same time.

3. Acquired Needs Theory;

It was developed of a research made by David McClelland and his associates and found out that managers are motivated by three fundamental needs as follows;

1. Need for achievement – this refers to the desire to do something better or more efficiently, to solve problems, or to master complex tasks;

2. Need for affiliation – which refers to the desire to establish and maintain friendly and warm relations with others; and

Need for power – which refers to the desire to control others, to influence their behavior, or to be

responsible for others.

Also McClelland believe that the foregoing needs are acquired over time as a result of life experiences.

His research findings consist of the following;

1. People who have high achievement needs have the drive to advance and to overcome challenging situation.

2. An affiliation motivated person prefers to work with friends;

3. The need for power drives successful managers.

4. The Two-factor Theory

Developed by Frederick Hezberg that identifies job context as a source of job dissatisfaction and job content as the source of job satisfaction.

> Job Context – or Work setting relates more to the environment in which people work. The factors associated with the job context are called hygiene factors which includes the following:

1. Organizational policies2. Quality of supervision3. Working condition4. Base wage or salary5. Relationship with peers6. Relationship with subordinates 7. Status8. Security

According to the two factor theory, improving any of the hygiene factors will not make people satisfied with their work; it will only prevent them from being dissatisfied.

Job content – relates more to what people actually do in their work. Those that are related to job content are called motivator factors and consist of the following;

1. Achievement2. Recognition3. Work itself4. Responsibility5. Advancement6. Growth

According to the two-factor theory, when the foregoing factors are not present, there is low job satisfaction among workers and there is lack of motivation.

1. Expectancy theory;Developed by Victor Vroom, this sees people as

choosing a course of action according to what they anticipate will give them greatest rewards.

According to vroom, motivation is the product of the following factors:

a. Valence – how much one wants a reward.b. Expectancy – one’s estimate of the probability that effort will result in successful performance;

Process theories - explain how people act in response to the wants and needs that they have.

c. Instrumentality- one’s estimate that performance will result in receiving the reward.

Valence Expectancy Instrumentalityx x = Motivation

Effort Performance Reward

EXPECTANCY(Perceived effort-PerformanceProbability)

INSTRUMENTALITY(Perceived Performance-rewardProbability)

VALENCE(Perceived valuesof reward)

AN EXPECTANCY MODEL OF MOTIVATION

a theory that individuals compare job inputs and outcomes with those of others and then respond to eliminate inequities. By Stacey J. Adams

Two types of inequity;

A. Over rewarded – an employees that feel over rewarded will think there is an imbalance in their relationship with their employer, and they will seek to restore the balance through any of the following:

1. they might work harder2. they might discount the value of the rewards;3. they could try to convince other employees to ask for more rewards;

2. Equity Theory;

4. they might choose someone else for comparison purposes.

B. Under rewarded – when employees feel under rewarded, they will seek to reduce their feelings of inequity through any of the following;

1. they might lower the quality and quantity of their productivity;2. they could inflate the perceived value of the rewards received.3. they could find someone else to compare themselves.4. they could bargain for more rewards.5. they might quit.

3. Goal Setting Theory

- maybe define as the theory specific and difficult goals, with feedback lead to higher performance.

- is based on the premise that behavior is regulated by values and goals.

• Values – the assumption of which can be the basis for ethical action.

• Goal – the specific target that an individual is trying to achieve.

- It was Edwin A. Locke and his associate who developed a comprehensive framework linking goals performance.

Their findings about goals include the following;

1. Specific goals lead to higher performance than generalize goals.

2. Performance generally increases in direct proportion to goal difficulty.

3. for goals to improve performance, they must be accepted by the workers, acceptance and commitment to goals happen when workers participate in setting of goal.

4. Goal are more effective when they are used to evaluate performance.

5. Goals should be linked to feedback.

values

GOALS that are:1. Specific2. Difficult but

achievable3. Accepted

by the person

4. Used in evaluating performance

Improved performa

nce

GOAL SETTING THEORY

Motivational Methods and ProgramsTo keep employee sufficiently motivated, some

means of motivation should designed and implemented.Four motivational methods and programs:

1. Motivation through job design;- one way of motivating employees is to make their

job challenging so that the worker who is responsible for it enjoys doing it.

- maybe define as the way the elements in job are organized.

Three concepts are important in designing jobs.> Job enrichment – refers to the practice of

building motivating factors like responsibility, achievement and recognition into job content.

An enriched job has any or all of the following characteristics.

a. Direct feedback – means employees received immediate evaluation of their work.

b. Client relationships – means employee is given a chance to serve an external or internal client.

c. New learning – means that the employee acquires new knowledge while doing his work.

d. Control over method – means that the employee has some control over which method to choose to accomplish a task.

e. Control over scheduling – which means the employee has the ability to schedule his work.

f. Unique experience – which means the job provides the employee the opportunity to see the world.

g. Direct communication authority – which means the job provides the employee the opportunity to communicate directly with people who use their output.

h. Control over resources – which means the employee has some control over recourse such as money, material, or people.

> Job Characteristics Model

Refers to the method of job design that focuses on the task and interpersonal demands of job. This method emphasizes the interaction between the individual and the specific attributes of the job.

The five core job characteristics are defined as follows;a. Skill variety – The degrees to which there are many skills to perform.

i. Personal accountability – which means the employee is responsible for his or her result. He accepts credits for doing a good job, and blame for poor job.

b. Task identity – the degree to which one worker is able to do a complete job, from beginning to end with tangible and possible outcome.

c. Task significance – the degree to which the job has a substantial impact on the lives or work of other people.

d. Autonomy – the degree which the job gives the employee substantial freedom, independence, and discretion in scheduling the work and determining the procedures used in carrying it out.

e. Feedback – the degree to which a job provides direct information about performance.

Refers to the physical and mental changes workers make in the task or relationship aspect of their job.

The common types of job crafting are:a. Changing the number and type of job task.b. changing the interaction with others on the job.c. changing one's view of the job.

> Job Crafting

Organizational Behavior Modification

Or OB Mod, it is actually the application of reinforcement theory in motivating people at work.

reinforcement theory maybe briefly define as the contention that behavior is determined by its consequences.

The typical OB Mod program consists of a five-step problem solving model. These are as follows.

1. Identifying critical behaviors – that makes significant impact on the employee’s job performance;

2. Developing baseline – data which is obtained by determining the number of times the identified behavior is occurring under present condition;

3. Identifying behavioral consequences of performance;4. Developing and implementing an intervention strategy –

to strengthen desirable performance behaviors and weaken undesirable behaviors;

5. Evaluating performance improvement.

Among the benefits of OB Mod are:1. Improvement of employee productivity2. Reduction of errors, absenteeism, tardiness, and

accident rate.3. Improvement of friendliness toward customers

Motivation Through Recognition and Pride

Recognition – is a natural human need and it is a strong motivator. To make it an effective motivator, the following steps are necessary;

1. Identify a meritorious behavior.

2. Recognize the behavior with an oral, written, or material reward.

For a better understanding and implementation of reward and recognition programs, the following points must be considered.

1. Feedback is an essential part of recognition;2. Praise is one of the most powerful forms of

recognition;3. Reward and recognition programs should be limited to

organizational goal;4. Identification of the type of rewards and recognition

that the workers will value;5. It is important to evaluate the effectiveness of the

reward and recognition program.

Pride is also a motivator, but one that is intrinsic. Workers who achieve outstanding performance experience the emotion of pride.

Motivation Through Financial Incentives

They are monetary rewards paid to employees because of the output they produce, skills, knowledge, and competencies combination of factors.

Financial incentives take the form of any or combination of the following:

1. Time rates – this reward use the number of hours worked as a means of determining reward

Advantages;a. It is open to inspection and equitable.

b. It encourages the retention of human recourse by stability.

c. It is relatively easy to administer and allows labor cost to be predicted.

d. It does not emphasize quantity of output to the detriment of quality.

The disadvantage of time rates is that it does not motivate employees to become more productive.

2. Payment by results – this scheme links pay to quantity of individual’s output.

Advantages;a. The employee is motivated to put in extra effort.b. There is fairness because the level of reward is related the level of output.c. There are likely to be cost advantages since wages are directly linked to production and less super vision is required.

Disadvantages;a. Outputs in certain jobs cannot be easily measured.

b. Safety standards may be compromised.c. Workers may view payment by results as a

devise to obtain greater effort from them without commensurate rewards.

3. Performance Related Pay – result or output plus actual behavior in the job.

Advantages;a. It increases employee beliefs that reward will follow high performance.b. Those that perform better are rewarded more.c. It is comparatively objective and verifiable.

Disadvantages;

a. Cost rises along with the rewards.b. The system is complex.c. Employees with declining energy may experience.d. The union may resist the incentive idea.e. There is delay in payment of incentives;f. The system is rigid;g. It is difficult to motivate higher performance across a broad range of employee.

4. Profit Related Pay – is an organization wide scheme where pay is linked to company profits.

Advantages;a. Employees identify more closely with the success of the organization.b. There is breaking down or removal of the communication barrier between management and employees.c. Cooperation and working together for mutual benefit is encourage.d. Awareness of the link between performance and organizational profitability leads to a greater awareness

of costs and their impact on performance.

e. When profits fall, the decline in pay is a preferable alternative to laying off employees.

Disadvantages;a. Profits are not directly related to an employees effort on the job, and this is negative factor on motivation.b. Employees must wait for their reward, and the delay diminishes its impact. e. Since profits are unpredictable, total worker income may vary from year to year.

As a result, some workers may prefer the

stability of a fixed wage salary.

5. Skill Based Pay – also known as competency based or knowledge based pay, this is a pay plan that sets pay levels on the basis of how many skills employees have or how many jobs they can do.

Advantages;a. It provides strong motivation for employees to develop their work-related skills.b. It reinforces an employee’s sense of self- esteem.c. It provides the organization with a highly flexible workforce that can fill in when someone is absent.

Disadvantages;a. Since most employees will voluntarily learn higher-level jobs, the average hourly pay rate will be greater.b. A substantial investment in employee training must be made especially in the time spent coaching by supervisors and peers;c. Not all employees like skill based pay because it places pressure on them to move up the skill ladder.d. Some employees will qualify themselves for skill areas that they will unlikely use, causing the organization to pay them higher rates than they deserve.

6. Cafeteria or Flexible Benefit System – it allows each employee to put together a benefit package individually tailored to his or her own needs and situation.

Advantages;a. It enables employees to choose options that best fit their own needs. b. Deciding among the various options makes employees more aware of the benefits giving them a real sense of the value of the benefits their employers provide.c. Flexible benefit plans can lower compensation costs because employers no longer have to pay for unwanted benefits.

d. Employers and employees can save taxes.

Disadvantages;a. It creates an administrative burden.b. It can lead to the increased insurance premiums.

MELVIN O. RESPETO